Myers briggs mbti normal personality and career development

Personality Type, the MBTI®, and Career Development

Introduction to Normal Personality With

Implications for Career Development

Dan DeFoe, JD, MS

Adlitem Solutions

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Agenda

• Greeting

• “Normal Personality”

• Myers-Briggs (MBTI®)

• Career Development & MBTI®

• References

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“Normal Personality”

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Foundational Concepts – Normal Personality – “Type” • Jung & Myers

• “Normal” – “Gifts Differing”

• Trait vs. Type

• Assessment v. Sorting: MBTI® - Steps I, II, III

• Type in Organizations

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Normal Personality - The MBTI®

Instrument

Developed by Katharine C. Briggs and her daughter Isabel Briggs Myers.

Based on the work of Swiss psychologist C. G. Jung, who presented his psychological type theory in his book Psychological Types (published 1921, translated into English 1923).

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It’s about Preferences….

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Jung’s Theory – Preferences……

• Preferences – innate, “inborn predispositions.”

• Preferences interact with and are shaped by environmental influences:

• Family

• Country

• Education

• and many others

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Jung’s Theory

• Four pairs of opposites—e.g right and left hands - use both, but one is our natural preference.

• Preference basics do not change—they stay the same over our lifetime, e.g. always a RT hand

• But, how we use our preferences and often the accuracy with which we can measure the preferences may change.

• Confounding variable—environment!

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Myers-Briggs

(MBTI®)

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Myers-Briggs (MBTI®)

"The purpose of the Myers-Briggs Type Indicator® is to make the theory of psychological types described by C. G. Jung (1921/1971) understandable and useful in people's lives. The essence of the theory is that much seemingly random variation in behavior is actually quite orderly and consistent, being due to basic differences in the way individuals prefer to use their perception and judgment."

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Myers-Briggs (MBTI®) • Perception involves all the ways of becoming

aware of things, people, happenings, or ideas.

• Judgment involves all the ways of coming to conclusions about what has been perceived.

• If people differ systematically in what they perceive and in how they reach conclusions, then it is only reasonable for them to differ correspondingly in their interests, reactions, values, motivations, and skills.

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The aim of the MBTI instrument is to identify,

from self self-report of easily recognized

reactions, the basic preferences of people in

regard to perception and judgment, so that the

effects of each preference, singly and in

combination, can be established by research and

put into practical use.

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MBTI® & Jung’s Theory

• Four pairs of opposites—like our right and left hands. We all use both sides of each pair, but one is our natural preference.

• Jung believed that our preferences do not change—they stay the same over our lifetime.

• What changes is how we use our preferences and often the accuracy with which we can measure the preferences.

• The confounding variable—environment!

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The Four Preferences of the MBTI instrument

Index Preferences

Between E–I

E Extraversion or I Introversion

Affects Choices as to

Whether to direct perception judgment mainly on the outer world (E) or mainly on the inner world of ideas.

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Index Preferences

Between S–N

S Sensing perception or N Intuitive perception


Which kind of perception is preferred when one needs or wishes to perceive.

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Index Preferences

Between T–F

T Thinking judgment or F feeling judgment


Which kind of judgment to trust when one needs or wishes to make a decision.

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Index Preferences

Between J - P

J Judgment or P Perception


Whether to deal with the outer world in judgment (J) attitude (using T or F) or in the perceptive (P) attitude (using S or N).

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Jungian Theory

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The 16 Types

As located on the Type Table

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

ESTJ ESFJ ENFJ ENTJ Dan

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Key Type Concepts…..Type

• is innate •can be influenced • is observable • is not a box • is not an excuse • indicates preferences, not skills D

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Type Table

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

ESTJ ESFJ ENFJ ENTJ

RM 2-3

N = _____

E _____ I _____

S _____ N _____

T _____ F _____

J _____ P _____

Modal type (most frequent type) ____ ____ ____ ____

Group Type (most frequent preferences)

____ ____ ____ ____

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Type Distribution of the

U.S. National Representative Sample

ISTJ

11.6%

RM 2-4

E = 49% I = 51%

S = 73% N = 27%

T = 40% F = 60%

J = 54% P = 46%

ISFJ

13.8%

INFJ

1.5%

INTJ

2.1%

ESTP

4.3%

ESFP

8.5%

ENFP

8.1%

ENTP

3.2%

ISTP

5.4%

ISFP

8.8%

INFP

4.4%

INTP

3.3%

ESTJ

8.7%

ESFJ

12.3%

ENFJ

2.5%

ENTJ

1.8%

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Energy Extraversion or Introversion

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Extraversion or Introversion

The direction in which we focus our attention

and energy Introduction to Type®, p. 9

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Energy

Extraversion

[E]

• Energized through contact with other people or through engaging in activities

• The outer world

Introversion

[I]

• Being energized through ideas, quiet times, or solitude

• The inner world

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E–I People who prefer Extraversion:

• Focus their energy and attention outward

• Are interested in the world of people and things

People who prefer Introversion:

• Focus their energy and attention inward

• Are interested in the inner world of thoughts and reflections

We all use both preferences, but usually not with equal comfort.

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Extraversion or Introversion

Introduction to Type® and Change, pp. 4–5

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Where People Focus Attention

Extraverted Types

• External environment

• Talking

• Work through

• Broad interests

• Sociable/expressive

• Initiative in relationships

Introverted Types

• Inner world

• Writing

• Reflecting / Mental practice

• Deep interests

• Private/contained

• Initiative when important

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Some Key Words Associated with

Extraversion

Action

Outward

People

Interaction

Many

Expressive

Do-Think-Do

Introversion

Reflection

Inward

Privacy

Concentration

Few

Quiet

Think-Do-Think

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We Have a Preference

We all do Extraverted and Introverted things.

But we usually do not do them

with equal comfort.

Most of us have a preference for one over the other. D

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Information Sensing or Intuition

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Sensing or Intuition

The way we take in information and the kind of

information we like and trust Introduction to Type®, p. 9

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How people take in information | S–N

People who prefer Sensing:

• Prefer to take in information using their five senses— sight, sound, smell, touch, and taste

People who prefer Intuition:

• Go beyond what is real or concrete and focus on meaning, associations, and relationships

We all use both ways of perceiving, but we

typically prefer and trust one more.

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Sensing [S]or Intuition [N]

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How Do You Take In Information?

SENSING

Present orientation

What is real

Practical

Facts

Perfecting established skills

Utility

Step-by-step

The five senses

INTUITION

Future possibilities

What could be

Theoretical

Inspirations

Learning new skills

Novelty

Insight-by-insight

The sixth sense, a hunch

RM 3-17

Source: Introduction to Type® in Organizations (3rd ed.) by Sandra Krebs Hirsh and Jean M. Kummerow. Mountain View, CA: CPP, Inc., 1998. Reprinted with permission.

Using the MBTI ® Tool in Organizations (3rd ed.) © 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark of the Myers-Briggs Type Indicator Trust in the United States and other countries.

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Information – S or N

Sensing [S]

Paying attention to what you perceive through the five senses: seeing, hearing, touching, smelling, and tasting

Intuition [N]

Paying attention to what might be described as the sixth sense—the unseen world of meanings, inferences, hunches, insights, and connections

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We all use Sensing and Intuition when making our observations about the world.

But we usually do not use them

with equal trust.

Most of us have a preference for one over the other.

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Decisions Thinking or Feeling

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Thinking or Feeling

The way we make decisions Introduction to Type®, p. 10

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T–F

People who prefer Thinking:

• Make their decisions based on impersonal, objective logic

People who prefer Feeling:

• Make their decisions with a person-centered, values-based process

Both processes are rational and we use both

often, but usually not equally easily.

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Thinking or Feeling

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Decisions

Thinking

Making decisions based on impartial criteria—cause-effect reasoning, constant principles or truths, and logic

Feeling

Making decisions based on values-based, person-centered criteria, seeking harmony

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Thinking

Head

Distant

Things

Objective

Critique

Analyze

Firm but fair

Feeling

Heart

Personal

People

Subjective

Praise

Understand

Merciful

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How Do You Make Decisions?

Thinking

[T]

• Logical system

• Head

• Objective

• Justice

• Critique

• Principles

• Reason

• Firm but fair

Feeling

[F]

• Values system

• Heart

• Subjective

• Mercy

• Compliment

• Harmony

• Empathy

• Compassionate

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How People Make Decisions

Thinking Types [T]

• Analytical

• Cause & Effect

• Logical

• Objective standard

• Reasonable

• “Tough-minded….”

• Fair + Equal

Feeling [F]

• Empathetic

• Guided by values

• Impact to people?

• Harmony

• Compassionate

• “Tender-hearted…”

• Fair + Individual

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Thinking

Head

Distant

Things

Objective

Critique

Analyze

Firm but fair

Feeling

Heart

Personal

People

Subjective

Praise

Understand

Merciful

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We all use Thinking and Feeling when making decisions.


with equal ease.


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Outer World Judging or Perceiving

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Judging or Perceiving

Our attitude toward the external world and how we

orient ourselves to it Introduction to Type®, p. 10

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J–P People who prefer Judging:

• Want the external world to be organized and orderly

• Look at the world and see decisions that need to be made

People who prefer Perceiving:

• Seek to experience the world, not organize it

• Look at the world and see options that need to be explored

We all use both attitudes, but usually

not with equal comfort.

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Judging or Perceiving

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Approach to Life

Judging

[J]

Want to live an ordered life, with goals and structure, making decisions so you can move on

Perceiving

[P]

Want to live a spontaneous life with flexibility, staying open to new information and possibilities

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How Do You Approach Life?

JUDGING

Decide about information

Regulate

Control

Settled

Run one’s life

Set goals

Closing off

Organized

PERCEIVING

Attend to, gather information

Flow

Adapt

Tentative

Let life happen

Seek options

Opening up

Flexible

Source: Introduction to Type® in Organizations (3rd ed.) by Sandra Krebs Hirsh and Jean M. Kummerow, Mountain View, CA: CPP, Inc., 1998.Reprinted with permission.

RM 3-23 Using the MBTI ® Tool in Organizations (3rd ed.) © 2001 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark of the Myers-Briggs Type Indicator Trust in the United States and other countries.

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Judging

Organized

Decision

Control

Now

Closure

Deliberate

Plan

Perceiving

Flexible

Information

Experience

Later

Options

Spontaneous

Wait

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We all use Judging and Perceiving as part of our lifestyle.


with equal comfort.


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Personality Type

When combined, your preferences indicate your personality type.

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Exercise . . . [ S / N]

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Type Application -

Career Development

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Career & Type Waterfront…..

•Occupational Choice

•Occupational Satisfaction

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Factors, Factors … &

Choice / Satisfaction • “Type” not “magic bullet”

• Physical & mental

• Interests

•Values

• Family

•Geography

•Market

• Skills

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Factors, Factors…&

Choice / Satisfaction (cont) • Job

•Organization

• Pay

•Benefits

• Supervision

• Leadership

•Co-workers

•Advancement

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Ethical Caveat

“To expect the MBTI instrument or

any other instrument to provide all

of the answers to a career search is

improbable and unrealistic. It can be

only part of the puzzle in finding

one’s life’s work.”

MBTI Manual, 3d Ed., page 286 64

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Basic Questions

•Who Am I?

•What Do I Want To Do?

•How Can I Increase My Job Satisfaction?

•How Do I Get There From Here? 65

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Who Am I?

•Direction of Energy

•Gathering Information

•Making Decisions

•Dealing With Outer World 66

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My Preferences at Work Direction of Energy [E / I]

•Like to talk over each step of career search?

• I will best discover what I want by talking over with others?

• I want to think about my career options on my own?

• I will make decision after solitary reflection? 67

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My Preferences at Work - Gathering Information [S / N]

•Most interested in the facts about job – salary, benefits, location?

•Want it now?

•More interested in job’s potential – not current reality?

•Want to get on a good career path?

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My Preferences at Work - Making Decisions [T / F]

•Must be made by logical analysis?

• I will rationally consider all the alternatives to make “right” choice?

•My choice will reflect what or who is most important now?

•Must consider how decision affects me and significant others?

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My Preferences at Work - Outside World [J / P]

•Plan to achieve goal in “x” months…..

•My career goal is “endpoint” on a carefully charted time line….

• I wonder where I’ll be in “x” months…..

•My career goal is the starting point on a flexible time line……

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What Do I Want To Do?

•Do I want to work as part of a group or team? [E]

•Work alone or one-on-one? [I]

* * *

•Use concrete facts or hard date? [S]

•Develop new possibilities? [N]

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What Do I Want To Do? (cont)

•Use logical, objective analysis? [T]

•Use subjective, person-centered values?

[F]

* * *

•Create organization and structure? [J]

•Be spontaneous and adaptable? [P]

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How Can I Increase My Job Satisfaction? • Remember, exact fit is “rare”

• Degrees of fit….

• Some aspects, leverage preferences….

• Other aspects, work “against the grain” needed….

• Prepare for expected differences/challenges….

• Alter your job….

• Adapt to your job… 73

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Alter Job .....Reality Rules….

•Create niche, leverage most

productive use of preferences

•Take on tasks most consistent with

preferences

•Affinity groups 74

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Adapt to Job

•Current reality rules “rule”…..

•Can’t become another “type”, but expand

choices within span of control

•Work on understanding / communication

•Understand exactly what is required ….

Adapt

• Find other opportunities to express

preferences 75

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Getting There From Here…..

•Goals discussed, set

•Gather information –

Assessment & generating and

researching Options

•Making decisions & Take action 76

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Goal Setting…..

•Long term

•Short term

•Goals established – Sensing /

Intuition

•Goals worked out – Judging /

Perceiving

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Goals Established… [ S / N ]

• List steps and explain

sequentially

• Practical examples

• Show concrete

applications &

immediate results

• Explain model & how

parts interact and

mesh

• Metaphors and

analogies

• Show possibilities and

potential of the

process

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Goals Worked Out … [ J / P ]

• Specify and clarify

results to be

accomplished

• Create plan –

organize and

accomplish activities

• Deadlines, start early,

pace activities

• Follow through in

open-ended manner

• Plans loose

• Deadlines approached

last minute – rush at

end

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Assessment + Options [S / N]

• Realistic, practical,

link w/ experience

• Focus on realities

• Relevant facts and

details about work

• Many, and from a

broad range of work

areas

• Brainstorming

• Focus on future

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Decisions . . . [T / F]

• Weigh pros and cons

• Check whether

option is reasonable

• Remain objective

• Analyze logical

consequences

• Look at principles

involved

• Weigh options –

personal, subjective

beliefs, values

• Assess impact on

others

• Consider who will

support decision

• Consider likes,

dislikes 81

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Taking Action … [J / P]

• Facilitate strategy of

decide, act, and then

correct or adjust

course

• Facilitate strategy of

trying things out and

gathering information

before deciding

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Career Development –

Getting There… Recap

• Each client unique

• Process individualized

• Process generally involves

• Assessment

• Generate and research options

• Goal setting

• Decide

• Act

• Time spent and emphasis varies by client 83

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Conclusion

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Constructive Use of Differences

Isabel Myers’ goal for type and the MBTI®

instrument:

• Becoming aware of differences

• Acknowledging the value of differences

• Practicing new behaviours, seeking out others with differences

• Incorporating different perspectives into our own processes

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About the MBTI® Instrument

• An indicator—not a test

• Looks only at normal behavior

• Forced-choice questions

• Takes about 20–40 minutes to complete

• No right or wrong answers—answer as you see fit

• Results are confidential

• Ownership of data

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About the MBTI® Instrument (cont.)

• There are no good or bad types—all types have some natural strengths and some possible pitfalls or blind spots.

• The instrument gives practical results you can use:

• In teamwork

• In communication

• In decision making

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MBTI® Benefits to Organizations

• Reliable, valid, cost-effective, easy to use

• Logical model of consistent human behavior

• Reduce conflict….objective, rational framework

• Emphasizes value of diversity

• Identify assets/blind spots: persons/teams

• Understand organizational character

• Clarify fit – people & jobs

• Ethical guidelines support use

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MBTI® Benefits to Organizations

•Leadership development

•Team building

•Career development

•Communication

•Conflict management

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Going on . . . .

“Whatever the circumstances of

your life, whatever your personal

ties, work, responsibilities, the

understanding of type can make

your perceptions clearer, your

judgments sounder, and your life

closer to your heart’s desire.”

Isabel Briggs Myers 91

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References– Myers-Briggs & MBTI® Dunning, Donna (2005). Type and career development:

Facilitating personal and professional development. Mountain View CA: CPP, Inc.

Hammer, A.L. (1993). Introduction to Type and Careers. Mountain View CA: CPP, Inc.

Kummerow, J.M., Barger, N.J., Kirby, L.K. (1997). WorkTypes: Understand your work personality – how it helps you and holds you back, and what you can do to understand it. New York: Business Plus.

Myers, I.B., (1980). Gifts differing. Palo Alto: Consulting Psychologist’s Press.

Pearman, R., Albritton, S. (2010). I’m not crazy, I’m just not you: the real meaning of the 16 personality types: secrets to how we can be so alike when we’re so different (2nd ed.). Boston, MA: Nicholas Brealy.

Quenk, N. (2002). Was that really me? How everyday stress brings out our hidden personality. Boston: Davies-Black Publishing.

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Web References – MBTI®

www.aptinternational.org -

Assoc. for Psychological Type Intl.

http://www.annholm.net/

Ann Holm, MS ACC, Master MBTI

www.capt.org – Center for Applications of Psychological Type

www.cpp.com – CPP, Inc. f/k/a Consulting Psychologist Press

www.myersbriggs.org – Myers Briggs Foundation

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http://www.aptinternational.org/

http://www.annholm.net/

http://www.capt.org/

http://www.cpp.com/

http://www.myersbriggs.org/

Thank you very much.

Thoughts?

Questions?

Feelings? Dan

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Thank You

• This is a brief introduction and overview of “Normal Personality” as defined by Carl Jung and Myers-Briggs and the MBTI® Type Indicator.

• Please check out the references noted above and also the web sites if you have interest.

Thank you very much. Dan DeFoe, JD MS www.adlitemsolutions.com Blog – www.psycholawlogy.com [email protected] Certified Administrator MBTI® Steps I,II,III

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Myers briggs mbti normal personality and career development

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